Mark Peterson Email & Phone Number

San Francisco Bay Area

Product and strategy leader for Enterprise Shared Services teams, directing and driving road maps and strategies for engineering team members building tools and workflows for enterprise functional organizations. Workplace Modernization • Led Enterprise Storefront development to simplify request and approval workflows for internal products and services provided to 240,00 employees.Product Management Optimization• Initiated and led an innovative Product Management portal to feature self-management capabilities for internal product teams and their offerings.Infrastructure Automation• Guided strategy and priorities for infrastructure automation initiatives with the goal of reducing environment delivery time for developers from eight months to hours.Enterprise Modeling Transformation• Chaired business and technology working group to standardize definitions and alignment of critical enterprise management models following industry guidelines BIAN, TBM, FFIEC, COBIT, and NIST.Organization Transformation• Reorganized product structure and developed roadmaps for Enterprise Shared Services functions.• Built case for the transition of project and analyst roles to product titles within Enterprise Shared Services.

San Francisco Bay Area

Transformation leader guiding CTO, Infrastructure, and Cybersecurity transformation teams in steps and guardrails for migration to product and agile processes.Internal Product Curriculum Development- Led the creation of the Wells Fargo Internal Product curriculum, transforming the functional orientation of enterprise technology teams to an employee-centric delivery model. • Product Hierarchy Implementation: Developed and introduced a comprehensive product hierarchy used by the CTO, CyberSecurity, and Infrastructure organizations, ensuring a consistent approach across all technology domains.Enterprise Change Management- Oversaw the change management approvals of internal technology services transitioning to Product status, enhancing governance and alignment with strategic objectives.- Co-Authored the Enterprise Change Playbook, facilitating the transition of internal services teams from waterfall project methodologies to agile product methodologies, ensuring a smooth and efficient transition.Agile Team Mentorship• Coached and mentored newly established product teams, guiding them in forming agile teams, setting up boards, and establishing effective meeting cadences to drive agile methodologies.Policy and Compliance Guidance• Directed policy and compliance changes to support agile product methodologies, ensuring regulatory and organizational alignment.Developer Marketplace Innovation• Delivered a Proof of Concept (POC) for a Developer Marketplace by building a custom application on Azure Cloud, significantly improving infrastructure services delivery for development teams.

San Francisco, California

Head of architects working to design and implement enterprise platforms for technology development and enterprise business management services.Technology Taxonomy Standardization• Led a cross-technology group of leaders to standardize and rationalize technology taxonomies utilizing Technology Business Management (TBM) and OpenGroup IT4IT frameworks as guiding frameworks.Application Modernization• Co-developed program to score and plan modernization and rationalization of Wells Fargo portfolio of applications across all architecture and development teams• Successfully decreased service management (ITSM) portfolio of applications by 25%, resulting in more streamlined and efficient operations utilizing ServiceNow as the champion platform.Enterprise Developer Pipeline• Developed a robust architecture to consolidate and standardize hundreds of individual developer team code pipelines into an enterprise-class SDLC service.Architecture Tooling Modernization• Designed and built "Architecture on the Wire," an innovative discovery service that correlates live end-to-end transaction flows to create dynamically updated architecture dependency diagrams.Observability Rationalization• Rationalized the Observability architecture, standardizing tools and platforms including Splunk, AppDynamics, and Big Panda to ensure consistent and effective monitoring and analysis across the enterprise.

San Francisco Bay Area

Platform Leadership and Operational Management of a team of 400 professionals in trading and investment banking platform operations, overseeing data centers, infrastructure, databases, applications, and desktops.Operational Excellence• Standardized SLA’s across trading desks to ensure consistent response rates to incidents and routine and regular change management protocols for applications and infrastructure. • Measured response and transaction times for high uptime and low latency requirements, continuously improving results by an average of 4% per year through improved tuning and infrastructure.Performance Optimization• Enhancing the compute grid and data virtualization infrastructures tripled Wells Fargo's ability to stress test for Comprehensive Capital Analysis and Review (CCAR) while reducing costs by 50%. • Achieved a 70% increase in transaction performance for the Fixed-income business by optimizing the server, network, and storage design of the application platform.Infrastructure Resiliency and Migrations• Partnered with the Equities Trading business to migrate Wells Fargo's data center from New York City to a low latency partner in New Jersey, maintaining competitiveness in electronic trading markets.• Managed the emergency rollover of more than 1000 servers for equities trading to the BCP site due to a cooling failure and then the return of the applications and data to the production site.• Migrated and decommissioned trading infrastructure in West Coast data center to enterprise DC’s in North Carolina and New York as a result of the Wachovia merger.End User Device Optimizations• Led initiatives with business and compliance partners to ratify business cases for the use of iOS devices, ensuring adherence to regulatory communication requirements.• Designed and migrated 800+ traders on standard desktops to blade workstations with standardized 6-screen displays, which simplified maintenance and reduced the cost of desk moves by 80%.